International Journal of Physical Distribution & Logistics Management

Patricia J. Daugherty; Alexander E. Ellinger; Dale S. Rogers

1995 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039510080117

Information is generally believed to be a key component in creating corporate responsiveness, i.e. being able to anticipate or respond quickly to customer requests. Most firms are well aware of the need to become more responsive to customers in order to develop and maintain long‐term close relation‐ships. A recent survey of the warehouse industry confirms the hypothesized relationship between information and responsiveness. Firms that formally collect customer‐related information and internal service/quality information were found to be more responsive as evidenced by enhanced ability to accommodate selected events/ requests. The research also supported a link between responsiveness and improved operating performance. Responsive firms indicated greater success in achieving specific operating performance improvements – improved reliability service, improved customer service/satisfaction, quality improvements, cycle time reductions, productivity improvements, reduced costs, improved organizational structure, and enhanced goal setting – than less responsive firms.

Richard Germain; Cornelia Dröge

1995 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039510080126

An empirical study of 183 manufacturers examines the effects of just‐in‐time (JIT), size, environmental uncertainty, and production complexity on the adoption of electronic data interchange (EDI) technology. A holistic approach was taken whereby LISREL was used to test the model, and the results show that larger organizations and those more intensively utilizing JIT techniques increasingly adopt EDI technology. Environmental uncertainty and production complexity had no effect on EDI technology adoption.

Emanuel Melachrinoudis; Michael Olafsson

1995 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039510080180

Labour scheduling in supermarkets is a difficult task since most employees work various shift lengths instead of standard eight‐hour shifts. With front‐end cashiers, it is even more difficult, since the number of needed cashiers is based on customer volume, which is constantly fluctuating. To create an accurate schedule, a supermarket manager must spend a good deal of time trying to match cashier shifts to customer demand. Presents a shift selection integer linear programming model which has been implemented in stores of a supermarket chain in north‐east USA. The model runs on a personal computer within an electronic spreadsheet environment, making it user‐friendly for managers. The POS data, routinely collected by registers and scanners are used for forecasting cashiers′ demand. The goal in this scheduling system is to maintain an acceptable customer service at the checkout for customer satisfaction and retention.

Samuel K.M. Ho

1995 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039510080135

Many companies are working very hard to achieve high quality goods and services and using them as competitive advantages in their businesses. In the 1990s, there are two main subjects on quality that capture the attention of most businesses in the world: namely, the International Quality Management Standard ISO 9000 and total quality management (TQM). Much publicity and promotion have accompanied these two subjects. It is like a fire in the forest among the industrialized nations. Attempts to find out what is so special about ISO 9000 and TQM and why it is necessary for industries and businesses to acquire them. There are four main parts. First, the current thinking on and development of ISO 9000 and TQM are summarized. Then, the rationale of going for ISO 9000 and TQM are established. This is enhanced by numerous examples. Next, the relationships between ISO 9000 and TQM are discussed. Finally, a framework for implementation of either scheme is suggested based on well‐founded research.